Interview: Group CEO Satoru TakashimaChange Everything in a Drastic Way
Toyo Ink Group has changed its name to "artience" in January 2024 and has started anew.
On January 15, 2024, we released a video message from Group CEO Satoru Takashima, which conveys the vision of artience group.
Interview Date: November 8, 2023
Interview with Takashima Group CEO
"Change Everything in a Drastic Way" (3:42)
This transformation is a great opportunity.
Through this opportunity, we want to become a company that gathers people and information from all over the world.
Not only do young people who want to join the company gather, but they are also new partners who are trying to create new value.
Connections with customers, universities, academia, and other people who have been indebted to us so far.
Naturally, various information, intelligence, and knowledge are gathered from there.
That's the kind of company I want to be.
Looking ahead to the next three-year medium-term management plan and the next three years, six years, "GROWTH" (growth).
There are three pillars of this three-year "artience 2027."
The first is to transform our business portfolio.
This is the trust that has been accumulated over the course of history, the customers who have been with us, and this is a very valuable asset for us.
However, what we provide must of course change with the times, and we must change.
Second, I think that one of the indicators that actually measures this is cash flow.
We will also discuss and develop how to improve capital efficiency.
And thirdly, the corporate base that supports them.
I think the most important thing is people, but this time, I said that by changing the company name, we would fundamentally change everything, and we would change everything.
On the other hand, there is one thing that will not change.
The management philosophy of "People-oriented management".
People are at the core of everything.
Technology also follows people, and manufacturing is also done by people.
People are at the center of everything.
I will never change this place again.
When designing things, the passion and enthusiasm of the people in charge of developing or marketing them to deliver this to the world,
I believe that by bringing these things together, something new will happen, something new.
We may not be able to do it alone, and by developing together with such companies,
I think that a new form of manufacturing will be created again.
We started this project with the idea that a company with a long history will be transformed.
People ask me, "You made a good decision, didn't you?"
For me, it's almost never considered a risk.
In fact, I think it's riskier to do nothing.
Products, services, and new value needed for a new future,
If we can create and create this while thinking about it together with our partner companies,
I think it's really awesome.
This change represents an enormous opportunity for us.
It means we can aim to become a company that attracts talent and information from all corners of the world.
We are seeking not only young people who aspire to join the company, but also connections with new partners, existing customers, universities, and academia with whom we can generate new value.
From them we can gather all kinds of information and intelligence.
This is the kind of company I want to set our sights on becoming.
The pillars of our current three-year plan are threefold.
First, the transformation of our business portfolio.
The trust and existing customer base we have hitherto built up are valuable assets.
However, what we offer must continue to evolve with the times.
Second, strengthen cash flow as a real indicator of business growth.
We also intend to discuss and implement measures aimed at boosting capital efficiency.
And third, our underlying corporate infrastructure.
But there is one thing that will remain unchanged. That is our corporate philosophy of people-oriented management.
People are, after all, at the core of everything.
Even technology depends on people, while manufacturing is also performed by humans.
There is a person at the center of everything.
There is no way we will change this thinking.
I believe that when something is being developed, the passion and enthusiasm of the developers and marketers to bring it into the world gives rise to new innovation and new value.
This is probably something we cannot achieve alone. But if we develop products together with other partners, I think we can establish a new form of manufacturing.
As we make a fresh start as “artience”, we are firmly committed to transforming this company that boasts such a long history.
Others often tell me I was brave to make the decision to transform the company.
But I have never thought of it as a risk.
In fact, I think taking no action at all is a much greater risk. It would be really wonderful if we can work hand in hand with our partners to create the products, services, and new value needed by our customers in the future.
这次改革对我们而言,是个莫大的机会。
通过这次机会,我们要立志把自身打造成为汇集人才和信息的公司。
我们的目标是,除了吸引希望到本公司工作的年轻人之外,还与可一同创造新价值的新伙伴、现有的客户、大学以及学术界建立良好的关系。
从他们那里汇集各种各样的信息和知识,
我们要立志把自身打造成为这样的企业。
这次的三年计划具有下述三大要点。
第一,事业组合转换。
长期以来积累的信用和现有的客户是我们贵重的财产。但是,我们所提供的价值产品要与时俱进不断变化。
第二,要改善作为实际衡量事业成长指标之一现金流量。
与此同时,也要讨论如何提高资本效率并去付诸于实践。
第三,这也是支撑上述Two点企业的基盘。
虽然企业基盘中最重要的是人,但伴随着这次公司更名,我决心进行全面彻底的reform。
一面,我们拥有一个永远不变的理念。
即,"以人为本的经营敬人的经营"该Corporate Philosophy (经营哲学)。
人是企业的核心资源。
技术靠人,制造产品也是由人来完成。
企业全部的活动都是以人为核心。
这一理念我们绝对不会改变。
在开发创新过程中,我们相信,项目开发负责人和市场负责人怀有的"将此产品提供给全世界消费者"这一热情和决心将会引领新的改,创造新的价值。
这单凭我们自身的努力或许不能实现,这需要通过与我们的合作伙伴一同努力开发,才能创造出新的打造产品模式。
本公司以" artience "这新名称,重新启航。 我们怀有坚定的决心去对具有悠久历史的自己进行全面的reform。
我们常常被外界说道:"你们真是下定决心决断了这次改革啊! ”。
我们不认为这是危机,相反停滞不前、
一成不变才是巨的危机。 如果我们能与合作伙伴一同去思考顺应未来新时代所需的产品、服务和新价值并共同去创造,最大的幸福莫过于此。
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